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Folders  |  Outplacement: The secret of human resources
Outplacement: The secret of human resources
Yves Turquin-Managing Director- Transitar
Outplacement: The secret of human resources
Outplacement programs: the secret of human resources.

There are several reasons that oblige companies to do downsizing procedures. Technical evolution, market growth, the adoption of new strategies and enhanced productivity make the employer reduce their staff in order to reach better results in the market in which it operates. Facing unemployment, companies can choose an alternate process and adopt a coherent policy of social responsibility in the area of human resources.

Using Outplacement processes, it is our intention to reduce the transition period in the career of an employee through an agreement with a specialized company that will help him find another job, all included in the indemnity deal.

This process, paid by the company, allows the worker to find more easily some other kind of work more suitable to his needs, expectations and qualifications.
In a first phase, his profile is drawn up including age, experience, character and salary.
The second step of the process, and also crucial for the candidate, is psychological support to motivate him to get past the lay-off and head for new directions, jobs and careers.
Later on, the candidate takes part in a seminar on career transition where result oriented methodology is passed on. He will be given the tools to search for new opportunities, including access to computer hardware and channels to fill out applications in recruiting companies, as well as being made available resources to create his own company.

The process of relocation ends when a work contract with another company is signed or when his own business gets started. At the same time, this worker deepens his know-how of work methods and tools which will in the future help him define the project he wants.

For the company, adopting this “worker friendly” policy has several advantages. By allowing former employees to take part in Outplacement programs, the company shows that it is humane, caring and attentive, and passes on to its workforce an honest human resource policy.

In parallel, this posture helps create and substantiate a corporate identity in the eyes of its consumers and convey a solid image of professionalism, transparency and humanity. So, Outplacement has become a tool of communication and management, as well as an investment in the social strategy and image of the company, presenting it as a “reference employer”.

The USA is one of the countries where Outplacement is most developed and used on a regular basis: 80% of the “Fortune 500” companies use it in mobility management. In Belgium, staff over 45 years and involved in a lay-off process have legal access to Outplacement. In France, the legal framework obliges all companies with partial or total lay-offs to create a local form of job and social reengineering, using this tool. In Portugal, the multinational firms were the first to use Outplacement, in an initial stage.

Today, there are several “reference employers” that claim using this mode. Among the various activity sectors that resort to this service, we find banks, insurance companies, auditing/consulting companies, pharmaceuticals, car and electromechanic industries, and information technology companies, because they demand a bigger mobility.

In the middle/long run, there is a slight but consistent tendency to recovery of the macroeconomic indicators, which will mean an adaptation in the future despite cost reductions and downsizing. In this context, the companies with bigger and better recruitment capabilities will prevail because, after the economic crisis, those companies with a more intrinsic social responsibility will be recognised by its human value, sustained corporate competition and easy adaptation to the market.

Yves Turquin
Managing Director
Lee Hecht Harrison Global Partner
Rua Castilho nº39- 13 A 1250-068 Lisboa
Tel: +351 21 381 26 30 Fax: +351 21 386 08 50

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